In a marketing world obsessed with disruption, few brands have the luxury, or the challenge, of thinking in centuries rather than quarters. Henkel Consumer Brands has been doing exactly that for 150 years.
From Persil, one of the world’s most recognised laundry brands, to its portfolio of consumer products across global markets, Henkel’s longevity has not come from standing still. It has come from continuously reinventing how brands create value while protecting the trust built over generations.
For today’s CMOs, brand leaders and agencies, that raises a critical question: how do you build brands that remain culturally relevant when consumer behaviour, technology and media platforms are changing faster than ever? Bassel Elshaboury, Vice President Marketing for Middle East, Central Asia, Africa and LATAM at Henkel Consumer Brands, believes the answer lies in a new model of marketing leadership, one where CMOs are no longer simply brand guardians, but architects of growth connecting creativity, data, AI, commerce and consumer understanding.
In this conversation with Communicate, Elshaboury shares lessons from Henkel’s 150-year journey, why global brands must think local, how AI will reshape marketing teams, why creators are becoming strategic partners rather than media channels, and what tomorrow’s marketing leaders need to master to stay ahead.
150 years is an incredible milestone. What does Henkel’s journey teach us about building brands that stay relevant while consumer behaviours, technology and markets constantly evolve?
The biggest lesson is that great brands don’t survive because they are just too strong to fall, they survive because they keep reinventing how they create value while staying true to who they are. Trust compounds over decades, only by earning relevance every day.
Take Persil, for example. For more than 120 years it has continuously evolved, from new formulations and formats to addressing changing consumer needs and sustainability expectations. The product keeps changing because consumers keep changing, but the promise of superior cleaning remains constant. That’s how iconic brands stay iconic.
The role of the CMO has changed dramatically, from brand guardian to growth driver. What does modern marketing leadership look like today?
Today’s CMO is less of a specialized communication or innovation manager and more of a system builder. We have to connect consumer insight, AI, innovation, commerce and creativity into one growth engine. Marketing should not only create demand, it should help the organisation learn faster.
For me, success is when every campaign doesn’t just generate sales but also generates knowledge that makes the next campaign more effective.
In a world where consumers are overwhelmed by content and choices, how do brands create meaningful connections rather than just more noise?
Consumers don’t reward brands that speak the loudest; they reward brands that understand them best.
With Pril, although it’s a global brand, we never try to look like the same brand everywhere. In many of our markets we built the “Enjoy Together” platform around the universal idea of sharing meals. In some countries we even bring communities together around long dining tables, encouraging people to reconnect while contributing to good causes. The product cleans dishes, but the brand celebrates what those dishes make possible, bringing people together. That’s the kind of emotional connection consumers remember.
How do you balance the power of global brands with the need to create locally relevant stories for diverse markets like IMEA?
I actually don’t think it’s a trade-off. Global brands provide consistency and trust. Local consumer knowledge encapsulates this with cultural intelligence.
Again, Pril is a good example. The brand has one global identity, but the way we bring it to life reflects local culture and traditions. Consumers should recognise the brand anywhere in the world, while still feeling that it genuinely understands their everyday lives.
I often say: global brands build memory, local stories build relevance.
AI is reshaping everything from insights to creativity. Where do you see AI creating the biggest opportunities for marketers, and where does human creativity remain irreplaceable?
AI will fundamentally change how marketing operates. It will accelerate insight generation, help personalise communication at scale and dramatically reduce the time between an idea and execution.
But creativity starts with curiosity, empathy and judgment. AI can generate hundreds of ideas. Humans still decide which idea deserves to exist.
I don’t see AI replacing marketers. I see it removing routine work so marketers can spend more time solving genuinely human problems.
Creators have become a powerful force in shaping culture and consumer decisions. How is Henkel thinking about the creator economy and the role of authentic voices in brand building?
Creators are no longer simply media channels, they’re becoming strategic partners in building brands. The real opportunity isn’t finding the biggest creator. It’s finding the right creator for the right audience, measuring what works and continuously learning from every collaboration.
I believe the future is moving from influencer marketing to creator intelligence. We need systems that continuously learn which creators genuinely build brands, not just views.
Today’s consumers expect brands to stand for something. How do you turn sustainability and purpose from a communication message into a genuine business strategy?
Purpose only becomes believable when it’s reflected in business decisions.
Consumers don’t judge brands by what they say; they judge them by what they consistently do, through product innovation, packaging, sourcing and operations.
Across fast-changing markets like the Middle East, what are the biggest opportunities for brands looking to build long-term growth?
The Middle East is one of the most exciting regions in the world today. Rapid urbanisation, digital acceleration, a young population and rising aspirations are reshaping consumption at remarkable speed.
The brands that will win are those that combine global capabilities with local agility, moving quickly enough to reflect local culture while investing consistently in innovation and long-term brand equity.
What capabilities do tomorrow’s marketing leaders need to develop to stay ahead of disruption?
Curiosity may become the most valuable leadership skill. Technology will continue to evolve, so the real competitive advantage is the ability to learn faster than the environment changes. Future marketing leaders will need to combine analytical thinking with creativity, embrace AI without losing empathy and become excellent at connecting different disciplines.
I believe the future belongs to marketers who are as comfortable discussing algorithms as they are discussing human behaviour.
